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Middle managers often get the short end of the stick. They have smaller roles with large amounts of responsibility, and sometimes, they don't seem to get the full credit they deserve. Your middle managers may feel neglected by your company if they are never really appreciated for all the work that they do for your business.

According to Insead, middle management importance will grow in the future, as these positions are often the glue that holds the day-to-day operations of the business together. These positions are also where a lot of the blame is pinpointed when things go wrong. But, businesses can shift this neglect and focus more on the value that these positions bring to their operations.

Fifteen members of Forbes Coaches Council discuss the most common ways your organization may be neglecting your middle managers and what you can do to turn this around. Here is what they had to say:

Members of Forbes Coaches Council share their insight.

All images courtesy of Forbes Councils members.

1. You Fail To Communicate With Them

Too often, middle managers are being "communicated at" by senior leaders. They are being told about the strategy, business goals, metrics and expectations, but are often not involved in designing the future. They can be perceived as the implementers rather than the designers when, in actual fact, they are both. Be sure to "communicate with" middle managers early and often to get true buy-in. - Athena Williams, The Leaders Studio, Inc.

2. You Ignore Their Growth And Development

The growth and development of middle managers are often neglected. Thus, they tend to languish in their roles, with few opportunities to enhance their skills and knowledge. By creating career advancement opportunities and targeted professional development training, organizations can improve the career outcomes for middle managers and the quality of their contributions for the company. - Richard Orbe-Austin, Ph.D., Dynamic Transitions Psychological Consulting, LLP

3. You Don't Keep Them In The Loop

The most egregious way organizations neglect their middle managers is by rolling out changes without first informing them. As the first line of response, employees look to their immediate supervisor for answers. If they are not in the loop, they end up defending something they do not understand. What to do? Slow down! Cascade the implementation and seek input along the way to improve the roll-out. - Eugene Dilan, Psy.D., DILAN Consulting Group

4. You Let Managers Get Too Comfortable

Middle managers can get too comfortable in the role. Should we scare them into discomfort? No, but a regular dialog about the following can keep development in his or her awareness: What new things have you learned since we last spoke? When was the last time your routine changed? Which task did you most recently delegate and to whom? Where is the most friction in your job and how would you fix it? - Judy Nelson, Judy Nelson Executive Coach

Organizations neglect middle managers by forgetting that these managers are employees as well. While organizations recognize products sold or money raised, very few of them recognize managers for strong people leadership. The company will react when it is too late. Middle managers can fall short because no one taught them how to engage a team, coach and develop their people. - Brad Federman, F&H Solutions Group

6. You Don't Involve Them In Decision-Making And Change

Neglecting to involve middle managers in decisions and future planning can really impact the success of a change effort. Middle managers can often be a wealth of knowledge and a strong influence on their people, holding the key to understanding their team's tribal knowledge, personalities, and abilities - all of which can be invaluable in driving successful changes and achieving results. - Andrea MacKenzie, Lead With Harmony

7. You Underutilize Them

Too often, middle managers are tasked with execution and doing sometimes impossible tasks. Corporate cultures that are top-down are brutal, especially for middle management. It's important to note they are the ones who have a pulse on the organization. They are often disengaged, and underutilized, so use them! No matter how good a strategy is in a boardroom, it comes down to the messengers. - Maresa Friedman, Executive Cat Herder

8. You Overlook Their Importance In Succession Planning

Middle manager's roles can vacillate between being totally overworked to filling the gaps between executive ranks and employees. At this level, they are often expected to flex but not given mentoring and development opportunities required to develop into strong senior executives. This leaves talent gaps when senior executives leave and middle managers are often not promoted. Train and develop them! - Maureen Metcalf, Metcalf & Associates, Inc

9. You Fail To Delegate

If management is bypassed, it's often upper levels that are afraid to release control and have them do what they were hired for -- handle and take responsibility for tasks you just need a report on. Make sure they know their tasks, responsibilities, and give them the power to make decisions instead of bothering you. They will either rise to the challenge or they aren't the right person for the job. - Tracy Repchuk, InnerSurf Online Brand & Web Services

10. You Make Assumptions

Assumptions cause organizations to neglect middle managers. Upper management assumes middle managers have the skills needed to succeed; however, mid-managers often need more development and guidance than assumed. Stop neglecting them by integrating training, roundtables and mentorships. Position them for success with the right resources, and middle managers won’t be neglected, they will thrive! - Kelly Byrnes, Voyage Consulting Group

11. You Don't Tap Into Their Imagination And Creativity

Middle managers can drive significant innovation and change in an organization, but only if they are invited to the table, and if senior management stops long enough to listen to them, and understand what they have to contribute. The recipe is simple: Listen to them, engage them in collaborative conversations, and finally, respond to their needs and concerns. - Gaurav Bhalla, Author of "Awakening A Leader's Soul: Learnings Through Immortal Poems"

12. You Ignore Their Feedback

Middle managers have a direct line of sight to the real challenges at the front line of your business, and the connection to senior leadership and strategy to advise you on necessary changes to keep your business growing and sustainable with highly engaged teams. When they provide you with feedback and recommendations, listen intently, ask lots of questions and consider their perspective seriously. - Jenn Lofgren, Incito Executive & Leadership Development

13. You Don't Develop Their Leadership Skills

In many organizations, leadership development is reserved for upper management and a select group of high potentials. Imagine if organizations made this investment in all leaders when they were at the middle management level. How might that change the effectiveness of our top leaders if they came to these positions ready to truly lead? - Renelle Darr, InSight Coaching & Consulting

14. You Take Them For Granted

Middle managers are often taken for granted because they're entrenched in the team: They are doers, as well as leaders. These day-to-day players are who team members turn to for advice, to vent and to share ideas. Happy managers are the glue that keeps strong teams together. Unhappy ones are the reason star players leave. Acknowledge/reward this role publicly and create clear paths for advancement. - Natalie Hahn, ARIA Coaching & Consulting

15. You Don't Acknowledge Their Sense Of Alienation

One way organizations neglect their middle managers is by failing to appreciate the sense of isolation arising from the duality of their role as both victims of change and conduit of change. Integrating their responsibilities to wider organizational objectives can overcome this sense of alienation and support the perception of middle management as a vital component in the running of the business. - Ken Docherty, Docherty Career Management, Inc.

Forbes Coaches Council is an invitation-only, fee-based organization comprised of leading business coaches and career coaches. Find out if you qualify at Forbes Councils.…

Forbes Coaches Council is an invitation-only, fee-based organization comprised of leading business coaches and career coaches. Find out if you qualify at Forbes Councils. Questions about an article? Email feedback@forbescouncils.com.